Richard E. Wokutch

An examination of the influence of diversity and stakeholder role on corporate social orientation

This article examines the extent to which diversity characteristics and stakeholder role influence individuals’ corporate social orientation (CSO). Our findings indicate that one’s relationship to the organization as well as diversity, gender, and race influence one’s CSO. Specifically, we found that employees’ greatest concern was economic whereas customers had a stronger ethical orientation. The results also suggest that women as well as Black employees and customers place more emphasis on whether an organization is fulfilling its discretionary responsibilities than do males and Whites. A model using the concept of value congruence is presented to guide future research.

Corporate social responsibility Japanese style

Executive Overview The Japanese management of corporate social responsibility (CSR) is a matter of increasing importance as Japanese investment in the U.S. rapidly expands. Lack of understanding of the meaning and management of CSR in Japanese firms represents a missing link in the understanding of Japanese management. This limits the ability of U.S. firms to adapt Japanese management techniques. It is also likely to be the source of increasing controversy as the Japanese corporate presence in the U.S. becomes more substantial. Japanese management of CSR, a product of the relatively stable and predictable Japanese environment, has developed much differently than CSR management in the U.S. On some dimensions Japanese approaches to CSR management are far superior to those in the U.S., representing opportunities for learning by U.S. firms. On other dimensions, however. Japanese practices are very much at variance with established social norms in the U.S. Japanese management of CSR is explored in this article...

Organizational attractiveness and corporate social orientation: do our values influence our preference for affirmative action and managing diversity?

This study examines the impact of corporate social orientation on organizational attractiveness as it relates to information about an organization’s handling of diversity issues. Using Aupperle’s notion of corporate social orientation (CSO), we examined how CSO affects perceived attractiveness of organizations’ emphasizing affirmative action versus diversity management policies in their recruitment literature. Respondents to a survey of 343 college students reported a more favorable assessment of affirmative action programs than diversity management programs. In addition, the legal dimension of CSO was positively related to affirmative action programs. Also investigated were the underlying dimensions of organizational attractiveness—intentions and beliefs—these were more positive for affirmative action programs than for diversity management. A discussion of practical implications for organizations seeking to recruit from a diverse applicant pool and suggestions for future research is offered.

The End of South African Sanctions, Institutional Ownership, and the Stock Price Performance of Boycotted Firms Evidence on the Impact of Social/Ethical Investing

The authors studied the impact of social-ethical investing on firms targeted during the South African boycott. Findings indicate that the average percentage of institutional ownership of the stocks of the firms with equity interests in South Africa increased at a significantly greater rate than the rest of the market following the end of sanctions. Using event study methodology, the authors find that these stocks significantly outperform the market in this period. This study provides evidence of the stockmark et impact of social-ethical investing and of a positive relationship between corporate social performance and corporate financial performance as measured in stockmarket returns.

25 Years and Going Strong A Content Analysis of the First 25 Years of the Social Issues in Management Division Proceedings

Using content analysis, the authors categorize all Social Issues in Management (SIM) Division papers and abstracts (636) from 1972 through 1996 by subject matter and methodology. Showing the development of the field over time, the authors integrate their findings into previous SIM frameworks. Adaptation to the changing business environment is apparent in the subject matter. Although terminology and context (such as employee rights concerning electronic mail) may have changed, the topics are similar. Nevertheless, evolution in the SIM field is apparent. Methodology has become much more sophisticated as researchers use existing and newly created databases and more rigorous techniques-such as event studies and meta-analysis.

THE MATURING OF THE JAPANESE ECONOMY: CORPORATE SOCIAL RESPONSIBILITY IMPLICATIONS

This paper examines corporate social responsibility in lapan today within the context of the paradigm of the moral unity of business. Under this paradigm, business is expected to operate under the same set of moral standards operative in other societal institutions. We suggest that a micro moral unity characterizes Japan- business activity is linked to that societys moral values but only within carefully circumscribed communities of interest. Because of the strains brought on by the maturing of the Japanese economyl the negative consequences of this micro moral unity are now becoming apparent. A new paradigm will be required to address these challenges. A possible foundation for such a paradigm, based on the emerging notion of *yosei (living and working together for the common good), is discussed. This paper attempts to assess the implications of recent developments in the 1 Japanese economy for the conceptualization and practice of corporate social responsibility (CSR). Drawing upon previous research we attempt to show how a micro moral unity has existed in Japan wherein business activity has been linked to societys values of morality within a carefully defined community of interests. It is argued that this approach worked very well for those within this community of interests and for Japan as a whole in its highly successful pursuit of economic development in the aftermath of World War II. However, those individuals who were outside this community did not reap the full benefits of this economic development and a number of manifestations of the dark side of micro moral unity cropped up on the periphery of mainstream economic life in Japan. These were, in many cases, easy to ignore as Japanese society focused on the real gains in economic standards of living made by the overwhelming majority of the population. However, with the economic, social, and political strains brought on by the maturing of the Japanese economy, the high yen, and the increasing internationalization of Japanese society and business, these manifestations are being brought into sharper focus. As a result, the apparent social consensus that supported this micro moral unity approach is being eroded. In this paper, we discuss first the business-society paradigm of moral unity. Then we describe two competing views of corporate social responsibility in Ja- pan that are popular in the West-a positive view and a negative view- -and we

An ethical analysis of deception in advertising

This paper examines several issues regarding deception in advertising. Some generally accepted definitions are considered and found to be inadequate. An alternative definition is proposed for legal/regulatory purposes and is related to a suggested definition of the term deception as it is used in everyday language. Based upon these definitions, suggestions are offered for detecting and regulating deception in advertising. This paper additionally considers the grounds for the generally held but largely unquestioned assumption that deceptive advertising is unethical. It is argued that deceptive advertising can be shown to be morally objectionable, on the weak assumption that it is prima facie wrong to harm others. Finally, the implications of this analysis with respect to current regulation of deceptive advertising by the FTC are considered.

Bluffing in labor negotiations: Legal and ethical issues

This paper presents an analysis of bluffing in labor negotiations from legal, economic, and ethical perspectives. It is argued that many forms of bluffing in labor negotiations are legal and economically advantageous, but that they typically constitute lying. Nevertheless it is argued that it is generally morally acceptable to bluff given a typical labor-management relationship where ones negotiating partner is familiar with and most likely employing bluffing tactics him/herself. We also consider whether it is an indictment of our present negotiating practices and our economic system as a whole that, given the harsh realities of the marketplace, bluffing is usually morally acceptable.

The problem of business ethics: Oxymoron or inadequate vocabulary?

Recently critics have faulted American business schools for failing to impart to their students an understanding of ethics and its role in business. In this paper, we agree and attribute this situation, at least in part, to the need for a vocabulary of ethics and a failure to communicate Adam Smiths moral orientation to capitalism. So long as business schools fail to recognize explicitly that Smith, whoseThe Wealth of Nations serves as an intellectual backdrop for business school curricula, did in fact provide a place for ethics in capitalist economic relations (indeed, some would argue a dominant place), they will continue to advocate implicitly the theory of amorality in business—the idea that ethics has no place in business. By examining Smiths ethical arguments we can explicate the moral underpinnings of stakeholder analysis, a currently popular approach to management decision-making.

The Evolution of Social Issues in Management What's in, What's Out, What's Hot, and What's Not 1994 SIM Division Chair Address, August 16, 1994, Dallas, Texas

The field of social issues in management, the issues we study, the world in which we live, and the members of the field ourselves have undergone considerable changes in the period since the Social Issues in Management Division was formed in 1972. This address is intended to highlight some of these more significant changes in an admittedly impressionistic and slightly irreverent manner. It provides editorial commentary on the development of the field over this period and offers recommendations for the future. In particular, it suggests that we should focus on those enduring issues and underlying principles that we ourselves determine to be important, but at the same time that we not forget to have some fun while we are doing so.